Kazuyoshi Kimura

Mr. Kazuyoshi Kimura has contributed to the capital markets of Japan through service of over 40 years in Japan’s financial security industry, serving as Executive Vice President of Nikko Securities Co., Ltd., President of Nikko Asset Management Co., Ltd., and President of Nikko Cordial Securities Inc. (currently SMBC Nikko Securities).

Subsequently, he worked as an outside director of both Hitachi Koki Co., Ltd. (currently Koki Holdings Co., Ltd.) and Daiwa House Industry Co., Ltd. and concurrently served as the CEO of Kojima Co., Ltd., and in 2020 was appointed as the CEO of Bic Camera, Inc., where he utilized his management skills developed during his days in the securities industry to help improve the profitability of the company, which struggled during the pandemic, and to train the successor management team.

He currently serves as the outside director of SPARX Group Co., Ltd. and World Holdings Co., Ltd.

Mr. Kimura has a thorough understanding of investor protection, including fair disclosure rules, which he has developed through his practical experience in the securities industry. Mr. Kimura has a track record of practicing and advising on corporate governance from the perspective of sustainable growth of corporate value, which he considers to be the mission of a company, while absorbing the challenges of a changing era from the standpoint of the market and investors.

Furthermore, Mr. Kimura believes that the key driver of sustainable corporate growth is what he refers to as "improving employee engagement” and consequently has maintained a strong belief in investing in human resources.

Based on Mr. Kimura’s experience and track record summarized above, we believe that Mr. Kimura will make a significant contribution to improving Fujitec's corporate governance and enhancing its corporate value over the long term, and we therefore request that he be elected  as an outside director.

Detailed Biography

Apr. 1967Joined Nikko Securities Co., Ltd. (currently SMBC Nikko Securities Inc.)
Mar. 2000Executive Vice President of said company
Jun. 2001CEO of Nikko Asset Management Co., Ltd.
Jun. 2005Executive Chairman of Nikko Cordial Securities Inc. (currently SMBC Nikko Securities Inc.)
Feb. 2007Representative Executive Chairman of Nikko Cordial Corporation
Jun. 2011Outside Director of Hitachi Koki Co., Ltd.
Jun. 2012Corporate Auditor of SPARX Asset Management Co., Ltd.
Jun. 2012 Outside Director of Daiwa House Industry Co., Ltd.
Nov. 2012Director of Bic Camera Inc.
Nov. 2012Director of Kojima Co., Ltd.
Sep. 2013 Representative Director, Chairman & President Representative Executive Officer of Kojima Co., Ltd.
Jun. 2020Outside Director (Member of the Audit & Supervisory Committee) of SPARX Group Co., Ltd. (to present)
Sep. 2020Director of Kojima Co., Ltd.
Sep. 2020Representative Director & President of Bic Camera Inc.
Mar. 2023Outside Director of World Holdings Co., Ltd. (to present)



My understanding of "governance" is that it is a corporate governance that focuses on the sustainable growth (economic value) of the company over the long-term as its main objective, not simply seeking to maximize short-term profits.  This goal requires a Board of Director to focus on earning the  trust and confidence  of its shareholders, customers, employees and community by understanding the changes and challenges of the times, and focusing efforts towards improving corporate value through sustainable growth. Specifically, companies can only grow by innovatively pursuing products and services and product innovations that are trusted and needed by society. One of the greatest drivers for sustainable growth is "employee engagement," and continual focus and improvement in this area is critical to the sustainable growth of any company.  

From my long experience as a senior executive and independent director of a number of major Japanese companies I firmly believe that creating a system that that engages and motivates employees, through investment in the "people" who are responsible for research and development, capital investment, and business development, is the crux of best practice corporate governance.

I have accepted my nomination to the Fujitec board because I am deeply concerned about the absence of these standards being met by the current Board, so soon after their taking control just a few months ago.  It has become clear to me, as an outside observer, that governance has been sacrificed in favor of short-term management strategy, while, the essential strategies for sustainable growth seem to have fallen away, with only the intentions of certain minority shareholders being followed,.   I am also concerned about the poor level of engagement with customers of the elevator business, which requires long-term relationships and trust. In order to commit to sustainable growth by prioritizing the engagement of employees and customers, I believe it is important to aim for a board of directors that emphasizes open, fair, and free discussions, as well as timely and fair disclosure to the market and dialogue with shareholders.

My thoughts on governance are not based on a commentator or consultant's perspective, but rather on the practical experience of being held accountable for results as an external director for multiple listed companies for many years.  From my experience I have always been conscious of being a constructive partner and supporter of internal directors and executive officers, rather than taking a hierarchical or adversarial approach. However, in this era of rapid disruption across all industries, flexibility to adapt to changing environment is also critical.   In this area I believe my leadership experience in other sectors undergoing rapid evolution, such as financial services and consumer electronics, will complement the Fujitec Board and positively contribute to its skills matrix.

Seeing the performance of Fujitec that has consistently outperformed its peers, I hope that the board of directors will be able to meet the expectations of stakeholders by creating a structure that continues to uphold the sincere corporate culture based on the founding principles of valuing "people, technology, and products" and adhering to the concept of "benefit for all." Furthermore, I believe that it is important to go beyond past precedents and common sense, consider market evaluation as fair value, and continuously challenge the enhancement of corporate value recognized in the market. I sincerely hope to contribute to the establishment of a board of directors that takes responsibility to meet the expectations of stakeholders, through open, fair, and free discussions, timely and fair disclosure, and dialogue with shareholders."